Shangri-La Case Study

In addition, the company also concerns social needs which hope the employees have belonging feeling. For example, the company holds different interesting clubs to encourage employees to gather and share the hobbies in holidays, e.g. hiking club, biking club, running club etc. Apart from these clubs, the company also organizes annual dinner in order to offer a chance for different departments gather together in a relax atmosphere. The forth level is esteem needs. The company would reward those outstanding performance colleague though global announcement intranet system, which can strengthen employee’s confidence and create higher motivation to achieve good result in company. The last level is self-actualization, it may focus on top management how to achieve beyond its capabilities, for example, they can enjoy the bonus based on company’s profit.

Since the stakeholders revokes their contract with Regale Properties whose strategy is to host the city’s festival as marketing strategy to launch the hotel product offerings into the market and prefer moving into franchise with Marriott for best reasons known to them. The decision problem becomes “How do we better position and market the hotel product offerings into the mature competitive market?” To better define the problem at hand, we need to identify key decision elements surrounding the problem such as:

This report examines 3 different compensation systems that our company can develop and enforce within our company for our employees. Compensation is the most important and rewarding factor for employees, so a thorough and thoughtful approach should be taken as we think about changing the way in which this company rewards it's employees for the work they do for us each and every day.

“The responsibility for ensuring high-quality guest services and accommodations rests primarily with employees” (Partlow, 1993). Both companies use this motto to guide their team in TQM. The Strategic Group and the Ritz-Carlton understand and implement the TQM concept of managing organizations with a set of tools, policies and procedures that ensure quality production and services. These set of tools are given to employees to succeed and to create and recreate the excellence of the culture in the companies. Stakeholders and top management come to agreement of minds that employees are the backbone of the companies because they are the ones that are representing the company in reflection to what has taught in training and seen by example of upper management. Both companies also believe that when involving employees in the decision making process instead of governing them, employees have a sense autonomy that generates pride in what they do in turn will be present in the way of work and they eyes of customers.

With the constant change in today’s business world, to have a competitive advantage makes it difficult for employers to attract and retain the most talented employees. Identifying the company’s compensation strategy ensures the organization offers the right pay and manages the pay increases to retain top talents. When we hear the word compensation we think about compensating an employee for their work performed, but there

Market rate and equity policy needs to be formulated on the extent to which rewards are market driven rather than equitable. Should obtain and keep high quality staff and response to market pressures. Market considerations will derive levels of pay in the organization. Attraction policies should have career prospects, training and development, intrinsic interest of the work, flexible working arrangements, and work life balance. Retention policies should consist of Talent management (attraction and retention of quality employees). Talent management policies are to attract employees, to develop employees, rretain employees, and mmotivate employees. Talent management process is wwork life balance, lleadership qualities of line managers, rrecognition, cconducting talent audits. Assimilation policies is how existing employees should be assimilated into revised pay structure such as red circling (identifying and dealing with overpaid people) and Green circling (identifying and dealing with underpaid people). The three performance measurement practices to be compared in this presentation are written, confidential evaluation non-confidential evaluation, and oral evaluation.

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

Shangri-La: a mystical lamasery that serves as either a paradise, prison, or both to those who happen to stumble across it. “Our prevalent belief is in moderation. We inculcate the virtue of avoiding excess of all kinds”(69). Moderation, defined as “the avoidance of excess or extremes, especially in one's behavior or political opinions,” is part of the doctrine of Shangri-La and plays an important role in the nearby Valley of the Blue Moon. Moderation is important to Shangri-La because it is what enables the residents to live prolonged lives, keeps the valley safe and harmonious, and allows for deep self reflection.

Father Perrault, the high lama of Shangri-La, lived for over three-hundred years. Lo-Tsen, a Manchu princess who arrived at Shangri-La at the tender age of 18 in 1884, looks like she hasn't aged a year. However, it is only the mystic properties of Shangri-La its tradition of moderation that keep her young; when she leaves Shangri-La, she ages rapidly: "About that Chinese woman,... was she young?... Oh no, she was most old-- most old of anyone I have ever seen"(240). The doctor who treated Conway said this about Lo-Tsen, having seen her when she dropped Conway off at the hospital. It is later revealed that the old woman the doctor spoke of grew ill and died not much after. In order to live an abnormally long life, like those who live at Shangri-La

These are the items that the Shangri-La Personnel chose for the exhibit on Thursday, October 8, 2015.

Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.

In today’s competitive workforce, compensation and benefit packages plays a crucial role on recruitment and retention for both the organization and the employee. Bumpbie finds itself in a situation where it could positively affect its employee’s morale, turnover rate and longevity; by making a strategic decision to implement compensation and benefit packages that will encourage current workers to stay and entice new applicants. Money is not always the inherent reason businesses experience high turnover rate, the constant shifting in the job market will always be a contributing factor as well as employee’s moral. Mayhew, R. (2016), explains that an “employee compensation plan” refers to all the components offered as well as the way in which they are paid, and the reason behind the employees getting the compensation case bonuses, salary increases and incentives. The fact that there are voluntary and mandatory benefits that organization provides to their employees give employees the freedom of choice, as well as the option to make the whether to stay with or leave an organization based on the benefits it provides. Variable Pay is also an option that some employers offer their employee which is performance based or results oriented. Whether it is profit sharing, merit based programs or incentive bonuses; it all comes down to which organization can provide employees with the compensation or benefits packages that best satisfy their needs.

Essentially, the marketing manager will seek to understand how a competitive advantage may be gained over other competitors (Lemon et al 2002). Figure 1 shows that Hilton Hotel Corporation is one of the leading hotels in the world. Nevertheless, as a newer hotel in Melbourne, Hilton is facing some serious challenges from competitors such as Grand Hyatt Melbourne and Sheraton Melbourne. Grand Hyatt Melbourne has completed its four year refurbishment project. Meanwhile, Sheraton Melbourne Hotel will launch a new full service as part of a 2013 development, combining hotel services with up-market residences and boutique retail (Melbourne Planner’s Guide 2011-2012, 2011). It is critical for Melbourne Hilton Hotel to understand visitors’ wants in order to satisfy visitors. In addition, Melbourne Hilton Hotel needs to have a good understanding of the competition in

An incentive pay program can reward employees who continue to produce superior work or encourage employees who already produce good work to best. Sometimes, use an incentive system when employees are lack of enthusiasm of getting down to work and improving things. If everyone in the same job classification gets the same pay, there is no real incentive to do an outstanding job (French, 1990). Various incentive plans used to motivate all employees such as production staff, sales staff, administrative staff and managerial and professional staff on an individual basis. To be improved employee work performance, the incentive pay programs need to be fairly matched with the employees’ expectation. Properly designed and maintained incentive pay program has the potential to increase employees’ productivity and work performance.

The value of a brand in the lodging industry is an intangible asset that is heavily attributed to a company’s customer relationship management skillset. Along these lines, it wasn’t simple for the organization to develop and the difficulties in the